Thursday, October 22, 2009

Looks. Energy. Health. Time erodes them all, unless you follow these simple instructions to slow the clock.

Jupiterimages / Getty Images stock

Think there's no answer to time's toll? Well, you're right. If you don't lift a finger, time will take everything you have. But nearly 70 percent of aging factors actually fall within your control. "People just accept that they're going to start looking and feeling older, but they really don't have to," says Steven Austad, Ph.D., an expert on aging at the University of Texas at San Antonio. You can outrun Father Time — at least for a while. Here's an arsenal of age-defying weapons — distilled from experts and visits to key "fountain of youth" labs — that will help you look, feel, and stay in your prime.

Look younger
A man typically greets those first wrinkles with an anxious frown, which in turn produces more wrinkles. Indeed, the effects of age first show up on our faces, especially around the eyes. In a recent study in Ophthalmology, 47 young adults had their eye movements tracked as researchers presented them with images of older adults. When asked to determine the ages of the people in the photos, the study participants focused on the eye region, particularly the brow and lower lids. If you want to fool the kids, the best thing you can do for your skin is to wear sunblock with an SPF of 30, says Cameron Rokhsar, M.D., a dermatologist and laser surgeon. The best block is Anthelios; it's the only sunscreen that contains mexoryl, a powerful drug that protects your skin against UVA rays. But that's just the start.

Scrape off the years
Reach for the razor every morning. "The low-grade friction from shaving stimulates collagen production and smoothes the skin," says Kenneth Beer, M.D., a dermatologist in West Palm Beach, Florida. "That's one of the reasons men typically have far fewer wrinkles than women have." So even though a survey of 60 women at Northumbria University found that light stubble was considered sexy, you should limit the Clooney treatment you give her to only a few days a month. (Besides, those same women also said that clean-shaven men looked 5 1/2 years younger than those wearing beards.)

Trim the mane
If you're starting to thin out, befriend a barber. In the early stages of hair loss, you can actually make your hair appear fuller by having it cut short, according to John Allan, the founder of a chain of grooming and lifestyle clubs. Upright and feathered hair tends to look thicker, while longer hair will part and reveal the scalp you're trying to hide. And a less shaggy cut will age well with you, Allan says. "Many men actually have better hairstyles — and look better — in their 40s than they did in their 20s," he says.

Wake up youthful
Chronic sleep deprivation could quickly add years to your face. Here's why: The extraocular eye muscles are exercised during rapid eye movement (REM) sleep and could atrophy when not used, says sleep researcher David Kuhlmann, M.D. This may contribute to the circles beneath your eyes after a poor night's rest. If you can't sleep, then don't go low-carb at dinner. A 2008 Australian study found that men who consumed carbohydrates before bed had significantly longer REM sleep cycles than when they ate a low-carb meal. The carbs help create acetylcholine, a neurotransmitter that promotes REM sleep.

Feel younger
Don't want to lose your marbles later? Lose some calories now. German researchers recently found that eating less can reduce markers of inflammation and insulin resistance, which are suspected risk factors for cognitive decline. Older study participants who cut 30 percent of their daily calories for 3 months were able to improve their memory on a word-recall test. Here are more ways to keep your youthful edge.

Enjoy a hearty laugh
One of the greatest differences between a child and an adult is that the child has no worries, says sports psychologist Terry Orlick, Ph.D., the author of "In Pursuit of Excellence." You can counteract stress — and roll back psychological aging — with laughter. Even the anticipation of a good laugh decreases the stress chemicals cortisol and epinephrine by 39 and 70 percent, respectively, say researchers at Loma Linda University. Laughter is also great for the heart. When participants in a University of Maryland study watched stressful film clips, they experienced vasoconstriction — a narrowing of the blood vessels — while the blood vessels of those watching funny films expanded by 22 percent.

Explore opposites
Your brainpower naturally starts to slide as you become older. You can help slow that decline by simply deviating from your daily patterns whenever possible — jog backward for a few hundred yards, or brush your teeth with your nondominant hand. This can increase bloodflow in your brain and recharge your neurological connections, according to Daniel Amen, M.D., author of "Magnificent Mind at Any Age." Additionally, research by Gary Small, M.D., director of the UCLA Memory and Aging Center, found that "brain training" exercises focusing on memory techniques (for instance, remembering to pick up stamps and eggs by visualizing an egg with a stamp on it) can reset a 45-year-old's cognitive ability score to that of a 30-year-old.

Keep it up. Way up...
There's no better way to feel like a 20-year-old than to have sex like one. But plaque buildup affects bloodflow in the small arteries of a man's penis sooner than anywhere else in his body, according to Steven Lamm, M.D., an internist and the author of "The Hardness Factor." That's one reason the angle of a man's erection falls to 100 degrees by age 45, down from 130 degrees in his 20s. Dr. Lamm's recommendation for a gravity-defying erection? Edox. Research shows that this supplement's two ingredients, Pycnogenol and the amino acid L-arginine aspartate, increase the production of nitric oxide, a vasodilator that relaxes blood vessels in the penis, allowing increased bloodflow and harder, longer-lasting erections.

Stay young
If you want to see your 85th birthday, limit your alcohol to two drinks a day. This may make you less likely to die of cardiovascular disease, according to Japanese researchers. And make one of those drinks red. A recent review in Alcoholism: Clinical and Experimental Research suggests that resveratrol, a compound commonly found in red wine, may prevent or delay the onset of chronic disease. As you savor your pinot, swallow these other stay-young secrets.

Lose the belly, with breakfast
Developing a big, round gut as you age will not only make you look bad, but also weigh heavily on your manhood. According to a landmark 2007 study in the Journal of Clinical Endocrinology and Metabolism, men with a 5-point increase in body-mass index — about 30 extra pounds — had testosterone levels comparable to men who were a full decade older. Eating the right breakfast — one with lots of protein — will keep your belly at bay, according to multiple studies of the subject. Yet 19 percent of men in their 40s skip this meal altogether. "I've seen guys drop serious weight just by eating protein at breakfast," says Louis Aronne, M.D., the director of the comprehensive weight control program of the West Chester Medical Group, in New York. People on weight-loss diets who break eggs for breakfast, for instance, lose 65 percent more weight than those who down a bagel with the same number of calories, according to a study in the International Journal of Obesity.

Maintain your muscles
If you don't use your muscles, you'll lose them. And over time lost muscle is likely to be replaced by fat, according to a Journal of the American College of Nutrition study. That's particularly problematic, because a pound of fat takes up 18 percent more space on your body than a pound of muscle does. So even if you maintain your weight as you age, your waist may still balloon. Spinach can help with muscle maintenance; recent test-tube research from Rutgers University found that a hormone in spinach increases protein synthesis. Spinach is also rich in vitamin K, potassium, and calcium, which can help you ward off osteoporosis. Tip: Here are 5 simple ways to add 22 years to your life.

Build a longer-lasting ticker
If you want to stay young, make your heart stronger. With proper conditioning (high-intensity activities such as cycling and rowing work best) you can increase your heart's stroke volume and your body's oxygen uptake. This allows your heart to pump blood more slowly and efficiently. "The average human life span is about 3 billion heartbeats," says Michael Lauer, M.D., of the National Heart Blood and Lung Institute. "If you can lower your heart rate, you can increase your life expectancy." It's that simple.

Your best face: Beautiful skin at 40 and beyond

How to keep your complexion gorgeous in your 40s, 50s and 60s

"These days, it's perfectly reasonable to expect your skin to get better as you age — no matter what the date on your driver's license," says Ranella Hirsch, MD, president of the American Society of Cosmetic Dermatology

updated 10:39 a.m. CT, Sun., July 12, 2009

The best skin of your life may well be ahead of you. Sure, with each passing decade, you face fresh challenges in your quest for a radiant complexion: There are the newfound crow's feet in your 40s, the postmenopausal dryness in your 50s, and the sagging that sets in by your 60s. But the right products and procedures will prepare you to meet these challenges head-on.

"These days, it's perfectly reasonable to expect your skin to get better as you age — no matter what the date on your driver's license," says Dr. Ranella Hirsch, president of the American Society of Cosmetic Dermatology and Aesthetic Surgery and a cosmetic dermatologist in Cambridge, Mass.

Still, knowing what's right for you — from the most potent creams to the latest lasers — can be confusing. That's where this decade-by-decade guide comes in. It's filled with everything you need to know, including exactly what to use when. Follow along and your skin's future will look very bright.

Your 40s: treat, tone and texture

Best home treatments Embrace retinoids: These vitamin A derivatives boost collagen production (which softens fine lines and minimizes pores). Retinoids rev up sluggish cell turnover, so skin becomes smoother and more radiant, and dark spots fade. Prescription versions such as Renova yield noticeable changes after about eight weeks; retinol, the strongest over-the-counter option, takes 12 weeks. Choose a product formulated with up to 1 percent retinol, the highest amount available OTC, depending on your skin's tolerance. Try Remergent Advanced Retinol Therapy ($56; remergentskin.com) and Roc Retinol Correxion Deep Wrinkle Serum ($20; drugstores). Ease in by using a retinoid every third night for at least two weeks. Apply it every other night for the next two weeks, ramping up to nightly application. Summer's the ideal time to get started on a retinoid — the increased humidity tempers dryness that might occur as your skin acclimates.

Exfoliate regularly:Once you've built up to a nightly retinoid application, boost its benefits by substituting in an alpha-hydroxy acid twice a week. "Both ingredients exfoliate, leaving skin brighter and smoother," says New Orleans-based dermatologist Dr. Mary Lupo. "But because they stimulate cell renewal in different ways, you'll get maximum improvement using both." If skin is dry, choose an AHA formulated with moisturizing lactic acid.

Consider hydroquinone: This agent, which inhibits the production of melanin, is one of the most effective ways to fade blotchiness, says Hirsch. OTC creams contain 2 percent HQ, which lightens subtle discoloration over several months. Rx versions boast 4 percent, and daily spot treatment can diminish dark patches in six to eight weeks. "Keep in mind, though, that a single afternoon spent unprotected in the sun can undo all that hard work," says Wechsler. Use HQ only for three months. After that, maintain results with a skin lightener that contains kojic acid or licorice extract.

Turn to the pros Reduce brown spots: Intense pulsed light (IPL) employs a broad wavelength of light to target brown spots and red areas, destroying them without damaging the upper layers of the skin; you may look a little pink for an hour after treatment. Four to six monthly sessions at about $400 each should be enough to even out your complexion; a maintenance session every 6 to 12 months keeps up the results.

Restore your glow: A series of LED (light-emitting diode) treatments, either on their own or in conjunction with IPL, uses painless light energy to minimize fine lines, reduce pore size, diminish dark spots, and give skin a smoother texture. There's no downtime: You sit in front of a panel of 2,000 tiny pulsing lights for up to 40 minutes; results become more noticeable after three weeks. "LED thickens the skin, so it looks more luminous when light bounces off it," says Dr. David Goldberg, a clinical professor of dermatology and director of laser research at Mount Sinai School of Medicine. A recent study published in the Journal of Drugs in Dermatology also showed that the device promotes new collagen formation and decreases inflammation that causes collagen to break down. Six monthly treatments at about $100 each and twice-yearly touch-ups are recommended.

Erase lines: Botox is the surest way to smooth creases you're already noticing and prevent more. It temporarily relaxes facial muscles so they can't move and create wrinkles. "Botox retrains your muscles, so the effects last longer and longer," says Goldberg. "Some patients who start when they're 45 are coming in only twice a year by the time they're 50." Each treatment costs approximately $400, and results last about 4 months.

Your 50s: hydrate and plump The average age of menopause is 51, and with the drop in hormones, skin becomes parched and brown spots increase. Deeper folds, including the "smile" lines that run from the corners of the nose to the corners of the mouth, develop as skin loses underlying fat. This loss also "hollows out" the under-eye area, says Dr. Kenneth Beer, an assistant professor of dermatology at the University of Miami.

Best home treatmentsSwitch to a gentler cleanser: Replace oil-stripping gel cleansers or bar soaps with a creamy face wash. Choose double-duty moisturizers. "Look for formulas that contain a humectant to draw water in and an occlusive to create a barrier that prevents it from evaporating," says Dr. Arielle Kauvar, a clinical associate professor of dermatology at New York University Medical Center. Try L'Oréal Paris Age-Perfect Pro-Calcium Restorative Hydrating Cream ($20; drugstores) and the Body Shop Wise Woman Regenerating Night Cream ($34; thebodyshop.com).

Rethink your retinoid: If you haven't already, switch to Renova or Atralin; both are moisturizing.

Take care of your eyes: Collagen and fat loss under delicate eye skin makes crow's feet more apparent. Plump lines with a nightly application of an eye cream. Look for one with silicone, an emollient that temporarily "spackles" fine lines, says Dr. Heidi Waldorf, an associate clinical professor of dermatology at Mount Sinai School of Medicine.

Turn to the pros Plump lines and lips: Filling materials injected into your skin enhance hollow areas. For a natural look, choose a filler that contains hyaluronic acid, formulated from a substance found in skin. Both Restylane and Juvederm last about 6 months and are ideal for plumping the smile lines, lips, and under-eye area. Perlane, which is thicker, is used to fill deeper folds and sunken cheeks and lasts up to eight months.

Prevent wrinkles: Botox softens new folds and increases the longevity of fillers by minimizing the muscle movement that can cause them to dissipate.

Improve tone: The Q-Switched Laser is a light source that unseats tenacious clusters of melanin. A scab is left behind, which falls off after a few days — taking the spot with it. One to three treatments (at about $500 each) are generally sufficient. To zap blood vessels, most derms employ a pulsed-dye laser, which causes vessels to collapse. It takes up to six sessions ($400 to $500 a pop) to see total clearing. Postprocedure bruises linger up to 7 days.

For overall smoothness: Fractionated nonablative lasers minimize discoloration and soften lines. They split each light beam into thousands of microscopic zones, so only 20 percent of your face is targeted in a session. The skin cells around these dots are spared and help the treated areas heal more quickly. Three to five treatments at $1,000 and up each are required to resurface an entire area; expect redness for a few days afterward.

Your 60s and beyond: nourish and lift The upper layers of skin struggle to retain moisture, oil production slows, and dark spots are more pronounced. Bone loss, particularly in the lower part of the face, creates jowls, says Beer, and the area below your cheekbones and your temples may look sunken. Fair-skinned women often start to notice concentrated areas of roughness, called actinic keratoses (AKs). These scaly patches are more than an aesthetic concern — they can be precursors to skin cancer.

Best home treatmentsMinimize facial cleansing: Even creamy cleansers can irritate very dry skin, so you may want to use just a milky makeup remover that tissues off without the need to rinse. Try Albolene ($12; drugstores) and Avène Gentle Cleanser ($20; drugstores).

Slather on seriously intense moisturizers: You can handle the thickest ones available now; look for formulas with a high concentration of oils, such as petrolatum. Many doctors recommend straight Vaseline at night. "It seals in moisture, and is gentle enough to use on eyelids," says Waldorf.

Adjust your retinoid: Instead of applying it on bare skin, layer a light moisturizer underneath, or mix it with your moisturizer. If all else fails, downgrade to a more moisturizing formula.

Turn to the prosAttack all signs of aging: The fractionated CO2 laser softens lines and wrinkles and makes dark spots disappear without downtime or risk of scarring associated with the original CO2 laser. In a recent study, side effects (including redness, swelling, and flaking of the skin) subsided in about 5 days. One to three treatments at about $1,000 and up each are usually necessary. Fractional CO2 lasers may cause collagen to "contract," leading to skin tightening (and less sagging) 3 to 6 months after treatment; Goldberg says about 50 percent of patients experience this.

Lift and tighten: Titan and Thermage help pick up the slack in the lower face without a scalpel. Both heat the skin deep below the surface (Titan uses infrared light; Thermage draws on radiofrequency energy), inducing the production of more collagen and causing existing collagen to contract. The only downtime is a few hours of redness, but you'll need up to three treatments at $1,200 each to see maximum results.

Eliminate early skin cancers: Photodynamic therapy (PDT) offers both medical and cosmetic benefits. The skin is painted with a photosensitizing acid, which is activated with light; a chemical reaction destroys abnormalities in skin — removing both visible AKs and precancer cells. Skin is left red, swollen, and sore for up to 4 days, but after a week, it will be softer, healthier, and more evenly toned. One or two sessions, which run about $250 and up, usually suffice.

Sunscreen, the ultimate skin saver: There's no question that UV exposure makes you look older than your years. "It's responsible for about 75 percent of skin aging," says Ranella Hirsch, MD. Don't think that it's too late to start protecting your skin: One study found that you've received less than half your lifetime UV exposure at age 40; by age 59, you've soaked up 74 percent. For the best protection, look for a broad-spectrum sunscreen with at least SPF 15 (30 is even better) containing Mexoryl, Helioplex, avobenzone, zinc oxide, or titanium dioxide.

Sunday, October 18, 2009

Demographic and social trends will have a significant impact on the workforce in the coming years. Thus, in today's struggling global economy, it is more important than ever that organizations leverage the knowledge, skills and abilities of all workers--from all generations. By capitalizing on the strengths and values of different generations, HR leaders can create a competitive advantage.

Introduction

For the first time in history, four generations work side-by-side in many organizations. The working generations span more than 60 years, including so-called Traditionalists, Baby Boomers, Generation X and Millennials/Generation Y. All bring different experiences, perspectives, expectations, work styles and strengths to the workplace. Despite the perceived "generation gap" from differing views and potential conflict, organizations--and especially HR--have the opportunity to capitalize on the assets of each generation for competitive advantage.

Predictions in Workforce 2020 (published in 1997) focused on demographic change as a major global force shaping the world economy. (2) More than a decade later, SHRM's 2008 Workplace Forecast upholds these predictions with key demographic trends: 1) the aging population, 2) retirement of large numbers of Baby Boomers, 3) generational issues and 4) a greater demand for work/life balance. At the same time, the loss of talent due to the retirement of older workers will likely drive an increased focus on skills, labor shortages and retention strategies for the current and future workforce. (3)

Thus, in their respective industry sectors, HR leaders have the opportunity to create competitive success by strategically managing generational differences in terms of differing experiences, values and expectations. While not inclusive of all generational workplace issues, this article provides perspectives for HR and organizational leaders on selected key aspects of the multigenerational workforce and offers recommendations, primarily for U.S. organizations.

Today's Four Generations

Generally, the concept of a "generation" is attributed to social scientist Karl Mannheim from his work in the late 1920s. (4) Grounded in shared life experiences and defining historical and cultural events during individuals' formative years, each generation has different collective memories, expectations and values. As such, a generation is defined as an identifiable group that shares birth years and significant life events at critical developmental stages. (5) At the same time, it is very important to avoid stereotyping people from different generations. For example, research shows that people born at the beginning or end of a generation (referred to as "tweeners") can exhibit values and attitudes from two different generations. (6)

Generalities about generations can provide insight on values and expectations in the workplace. The oldest generation, Traditionalists (also known as Veterans, Matures, Depression Babies) grew up following the worldwide economic depression, with World War II as the major event in their childhood. They view work as a privilege and have a strong work ethic grounded in discipline, stability and experience. (7) The Baby Boom generation, born after World War II, is the largest generation in the United States and has had a significant impact on societies worldwide. Defining events of this generation include the space race, rock and roll, and women's liberation. Baby Boomers tend to be idealistic, driven and optimistic. (8)

Different experiences have shaped Generations X and Y. A much smaller generation than the Baby Boomers, Gen Xers were known as "latch-key children" with both parents working. They grew up during the time of high divorce rates and massive job layoffs of the 1980s. They are independent, creative, skeptical and distrustful of authority. In contrast, the younger generation (known as Millennials, Generation Y, Nexters) experienced terrorist attacks in their formative years, including September 11th, and technology has always been a part of their lives. They are confident, team-oriented, patriotic and social minded. Since their parents typically planned their activities, they are accustomed to having structured lives. (9)

An extensive study on generational differences found that leadership style preferences are reflected in selected admired leaders of each generation. Baby Boomers, for example, prefer leaders who are caring, competent and honest, as reflected in their choices of social leaders: Martin Luther King and Gandhi. Generations X and Y want leaders to challenge the system and create change: Ronald Reagan, Tiger Woods, Bill Gates. Each generation ranked honesty, competence and loyalty among the top leadership qualities, with honesty being the most important. For HR and organizational leaders, this means that firms need to recognize and understand the differences and similarities among generations regarding leadership qualities when it comes to the creation of leadership development programs for current and future leaders, for example (see Figure 1). (10)

As highlighted by AARP in Leading a Multigenerational Workforce, intergenerational dynamics offer organizations a highly competitive advantage. That is, management can use different perspectives, strengths and unique values to positively influence the bottom line in key areas: corporate culture, recruitment, employee engagement, retention and customer service. (12)

Yet, while it is commonly held that each generation has highly different values, there are similarities. For example, in a groundbreaking research study, the Center for Creative Leadership surveyed more than 3,000 organizational leaders over a seven-year period to learn how organizations can effectively use similarities and differences among generations. A key finding of this research was that the top three values of all generations were family, love and integrity, although they demonstrated these values in various ways. From a managerial viewpoint, this information is very helpful in better understanding the root cause of differences, misunderstandings and conflict in the workplace. (13) In fact, studies in organizational and human behavior find that people seek similar factors in the workplace, and these commonalities can be leveraged to bond employees in support of a company's mission, vision and goals. (14)

Further, with skills shortages commonplace today, domestic and global organizations must focus on workforce optimization for bottom-line results. Predicted demographic changes highlight the importance of managing talent of all generations (see Figure 2). In the United States, for example, projections indicate there will be 10 million more jobs than workers by the year 2010. According to the Organization for Economic Cooperation and Development (OECD), working-age populations will decline by 65 million in the industrialized nations of OECD members, such as the European Union. At the same time, worker migration worldwide will likely create a highly competitive global labor market at least until the year 2016, when all Millennials will have entered the workforce, alleviating worker shortage in the developed world. (15)

According to the Pew Research Center, by 2050 in the United States, working-age adults will make up 58% of the population, down from 63% in 2005. Also, depending on economic factors, a greater share of workers ages 50 and older may stay in the workplace longer than in the past. (16) Thus, a renewed focus on training older workers will no doubt become a greater part of talent management. Projections such as these indicate that demographic changes will be substantial, requiring that HR and organizational leaders thoughtfully examine strategic optimization of their human capital.

Figure 2|Demographic Workforce Predictions

Workforce 2000 Workforce 2020
* The population and workforce will * As retirement ages become grow more slowly than at any time increasingly less predictable, since the 1930s. workforce planning will become more uncertain.
* The proportion of women and * By 2020, according to the minorities in the workforce will U.S. Census Bureau, the rise dramatically. proportion of women in the workforce will have gradually increased to about 50%.
* The average age of the population * The continued presence of and workforce will rise, and the top-level older employees may pool of young workers entering the cause dissension among their labor market will shrink. middle-aged subordinates eager for promotion.
* The workforce is aging and thus * Older workers will need becoming less willing to relocate, different benefits, such as retrain or change occupations, yet elder care programs. the economy is demanding more flexibility.
* Need to recognize the importance * To increase workforce of a flexible workforce through participation, firms and company and national policies governments will need to (e.g., flexible workforce programs, accommodate unconventional revised pension systems, promotion working arrangements to of retraining and lifelong encourage people to return or learning). remain in the workforce (e.g., parents, older workers).
* Immigrants will represent the * The U.S. population and largest share of the increase in workforce will gradually the population and the workforce become more ethnically since World War I. diverse.
Sources: Author compilation from several sources. (17)

Workplace Diversity

In recent years, the concept of generational differences as a legitimate workplace diversity issue has gained increasing recognition. SHRM's director of diversity and inclusion initiatives, Shirley A. Davis, Ph.D., points out that in the United States, discussions of workplace diversity tend to focus on topics of race, ethnicity, gender, sexual orientation and disability. "However, in all parts of the world, there is another category of diversity that cannot be overlooked: multigenerational diversity. Today, there are greater numbers of workers from each age group that bring both new opportunities and challenges. If organizations want to thrive in this competitive environment of global talent management, they need employees and managers who are aware of and skilled in dealing with the four generations that make up the workforce."

The existence of four generations is a major factor in talent management. In its "Competitive Workforce" category, SHRM's Human Capital Leadership Awards Program recognizes organizations with workforce readiness efforts aimed at anticipating and meeting current and future business needs in a changing economic climate. In 2008, Sodexo, Inc. was a finalist in that category for its innovative strategies in multigenerational talent acquisition and engagement. Since recruitment and retention of a multigenerational employee pool are key to Sodexo's business strategy

, HR leaders at the company's U.S. headquarters in Gaithersburg, Maryland, launched a multifaceted recruitment initiative. For example, Sodexo established a presence on social networking sites such as YouTube and LinkedIn to attract younger workers and created a new recruitment initiative aimed at veterans that translates military experience and skills into civilian jobs at the company. As a result, in 2007, there was a 24% increase in the number of job applicants, including a 38% rise in minority candidates and a 32% increase in gender diversity. (18)

"At Sodexo, understanding what drives each generation, and what their underlying experiences are, is the key to creating a cohesive work environment where our people feel valued and empowered to work together effectively," said Dr. Rohini Anand, Sodexo senior vice president and global chief diversity officer. "This appreciation of generational diversity, and initiatives customized to meet the needs of each generation, allows each group to fully contribute and be a part of the growth and success of the organization." Clearly, organizations that proactively use the strengths of different generations in the workforce are best positioned for success.

Ethics and Generational Differences

A recent SHRM white paper, Ethics and Generational Differences: Interplay Between Values and Ethical Business Decisions, examined how different generations approach questions of integrity and purpose. The authors point out that "with value systems and motivation at the heart of ethics--and divergent value systems seemingly inherent within the four generational groups--the existence of varied ethical perspectives among co-workers is not a surprise." They emphasize that understanding differing viewpoints on ethics in the workplace will help organizations make sound ethical business decisions. (19)

A common complaint among generations focuses on work ethic. Much of this conflict stems from how the term work ethic is defined and interpreted. Traditionalists and Baby Boomers may criticize the two younger generations about their lack of work ethic, with the oldest generation considering a strong work ethic as demonstrated by being part of the organization (and physically present in the office, in terms of actual hours) for long periods of time. Baby Boomers consider a combination of factors, such as collaboration, teamwork and meetings, as evidence of work ethic. In contrast, Generation X and Millennials see work ethic as working hard--often autonomously--and having a positive impact on the company, while also living a full life outside of their job. Views on the issue of respect also differ. Having "paid their dues," the two older generations expect respect from Generation X and Millennials--yet, the two younger generations consider that respect is earned by making a strong contribution, not by the passage of time. (20)

Despite these differences, research shows that no matter one's age, people value achievement, balance and responsibility and want credible, trustworthy leadership. (21) Such commonalities are important for HR to emphasize in the workplace. As highlighted in Figure 3, there are various actions that HR can take to help build stronger alliances in the workplace that both nurture and clarify ethical issues for workers of all generations.

Figure 3 | Ten Key Points for Ethical Business Management

1. Develop an internal campaign, with ethics as the #1 value for the organization and employees.

2. Avoid stereotyping employees according to their generation.

3. Clearly identify the priorities of the company and then link them to the priorities and values of employees to support business decisions.

4. When possible, learn the values and motivation of employees and then connect them to individual and organizational goals.

The Millennial generation challenges organizations, HR and managers on many levels. The literature points out that this generation can be "high maintenance," and yet, when companies provide the resources and flexibility to be creative, Millennials also can be highly productive. To attract, engage and retain Millennials, organizations must understand what types of work environment and learning experiences they want.

If organizations do not adapt their corporate culture to fit the needs of this large generation, this may have detrimental results in terms of hiring, productivity and retention.

These "digital natives" quickly learn and multitask, prefer to work collaboratively with others and thrive on immediate feedback. Although Millennials do not want to be micromanaged, they want clear directions and managerial support and also demand freedom and flexibility to do work at their own pace and in their own way. They want increasing responsibility but need coaching on time management. They are committed to the company "long term"--meaning about a year or two. Such apparent contradictions can boggle the minds of managers from older generations. The key is to build solid relationships by getting to know them, listening and spending time with them. For this "education is cool" generation, managers will want to provide coaching and resources to meet employees' learning goals. From an HR policy and program viewpoint, it is best to avoid the "one-size-fits-all" philosophy. To attract and retain Millennials, organizations need to be willing to customize schedules, work assignments and career paths. Millennials will look to their managers to help them balance work and other commitments. Managers must focus on performance and consistently provide constructive feedback, praise, recognition and rewards. (22) Companies that are successful in attracting Millennials are creative in their culture, HR policies, programs and work environment. A survey by Human Resource Executive, in partnership with the Great Places to Work Institute, identified "18 Great Companies for Millennials." Facets of corporate cultures sought include:

* Management's actions match its words.

* Employees are appreciated for good work and extra effort.

* Employees are involved in decisions that affect their jobs or work environment.

* Employees are treated as full members of the company, no matter the position.

* Promotions go to those who best deserve them, and the company culture is a team or family environment.

Marriott International Inc., for example, offers workplace flexibility--a benefit highly sought by young employees. In its "Teamwork Innovations" program, employees are encouraged to identify and eliminate redundant work. At one Marriott hotel, teams were able to cut 40% off the time that it took to turn over a shift and, with this time savings, were allowed to leave early. At the same time, Millennials like to work for "cool companies." In Portland, Oregon, the Umpqua Bank has internet cafes, coffee bars and couches where customers can relax and watch TV. Some branches even offer yoga and movie nights and have a water dish outside for dogs. The "cool factor" attracts both customers and young employees from high school and college. (24) As portrayed in these examples, organizations that strategically energize their company culture and effectively use the talents and drive of the Millennial generation will have a competitive edge.

HR Policies, Benefits and Programs

Over time, the multigcnerational workforce will influence the organizational work ethic, perceptions of organizational hierarchy, work relationships and ways of managing change. The literature suggests that as a result of differing experiences and perspectives, strongly held attitudes and diverse motivators, there will be an impact on two specific areas of human resource policy and employee development: retention and motivation. (25) To successfully retain and leverage talent of all generations, the following studies represent the growing foundation of evidence to make changes in company culture, HR policies, benefits and programs.

No matter which generation, the work environment tends to either attract or repel individuals. An exploratory study examined dimensions of employee fit with work environments and the impact of employee job satisfaction and turnover intention among different generations. The findings suggest that employees in the Baby Boom generation value work relationships as a contributor to employee satisfaction, whereas for Generations X and Y, the work environment fit (potential for career growth, decision-making opportunities, autonomy and job challenge) is a primary retention factor. (26)

Work/life balance is a key commonality among the four generations. A recent study that explored generational effects on work-family conflict in the United States suggests that changes reflect family and career stage differences. For example, "family interfering with work" has changed over time for Generation X and Baby Boomers but stayed at the same level for Matures, perhaps due to having fewer family demands (empty-nest family stage). Generation X and Baby Boomers value work/life balance, growth opportunities and positive work relationships. The implication is that managers and HR professionals will want to consider generational differences in work/life program design and monitor patterns of program use by different generational groups. (27)

In a study by the Boston College Center for Work & Family, thought leaders identified top trends that will affect the future of work/life: generational diversity, followed by global challenges, older workers, increasing stress levels and technology blurring. The increasing number of older workers is now a high-profile issue, with the aging workforce a challenge in the United States as well as in Western Europe and certain Asian countries, such as Japan. Companies must find ways to address the needs of various age cohorts based on their different life stages--for example, by keeping in mind different values and life experiences of the workforce when designing strategies that enable all employees to work together productively. (28)

Talent retention can be improved through different approaches to communicating and rewarding employees, using high-tech tools and employing a more high-touch approach where the manager-employee relationship is focused on more personalized rewards. By developing more unified and compassionate workplace cultures, organizations will be more attractive to people of all generations. (29) Such studies provide valuable insight and information to HR professionals to assess HR policies and programs for the multigeneration workplace (see Figure 4).

Research reveals that comparable generations in countries outside of the United States have both similar and distinct generational workforce issues. As a result of technology, the world is smaller, with greater access to information, products and services, contributing to broadening world views. At a Boston College Global Workforce Roundtable, it was noted that there appears to be a global convergence of attitudes among people under the age of 30. These young people, who do not yet have an agreed-upon identifying label (such as Millennials in the United States), have a global perspective, with a focus on quality of life, engagement in consumerism and a strong drive for personal and professional development. (31) Yet, this may not accurately portray attitudes of young people raised in rural and poor areas with limited exposure to global influences from television and the Internet. (32)

In contrast, the perspectives of older generations are strongly distinguished by local context. That is, these generations are highly influenced by culture, economics and events from their respective experiences, and they bring these view-points and values to the workforce. In China, for example, education was limited from 1966 to 1978 as a result of the Cultural Revolution. But for that event, many Chinese workers would likely be in senior leadership roles in organizations today; now, in contrast to their global peers, this group lacks education and experience. Cultural viewpoints also influence the workplace. In India, the concept of hierarchy has traditionally strongly influenced business decisions, such as strategy, promotions and communications. Yet, in today's Indian workplace, older workers view hierarchy as more important than do people of the younger generation. (33)

Additionally, it should be noted that the concept of the Baby Boom generation exists only in the developed world, with other nations not having the concerns resulting from this large generation. For example, many countries (e.g., Latino Christian, Arab and African nations) did not have a significant reduction in fertility rates, nor did they embrace factors such as access to contraception, the changing role of women in society and more recent focus on work/life balance. (34)

Finally, for the multigenerational workforce in Europe, the literature is rather limited. However, a new study from the Journal of Managerial Psychology explored workplace learning, organizational commitment and talent retention among European managers across generations. The results show that younger generations have stronger learning orientation and lower organizational commitment than older workers. Important practical HR insights include focus on offering leadership development, fostering learning goals and organizational commitment, and managerial emphasis on learning--all key retention factors for the younger generations. (35)

Three Key Management Strategies

1. Organizational communication: This key strategy is important to retain talent and avoid potential conflict. A SHRM survey revealed a number of ways to successfully work with a multigenerational workforce, with communicating information in multiple ways, such as oral and written, as the most successful. Different generations have varying levels of comfort with technology, such as e-mail, while others prefer face-to-face communication. Other approaches found to be successful include 1) collaborative discussion, decision-making or problem solving--providing an opportunity to express respect and inclusion of all employees; 2) training managers on dealing with generational differences; 3) team-building activities; and 4) creating mentoring programs to encourage workers of different generations to work together and share experiences. (36)

2. Succession planning: HR and organizational leaders must be aware of the internal talent pool, encompassing all generations, from which possible successors can be selected and developed. Regarding age-based demographics, HR needs to have a basic understanding of the different values and work attitudes of each generation--important information for cultivating and sustaining a preferred corporate culture. (37)

3. Mentoring: The goal of this strategy is to help ensure the transfer of knowledge from one generation to the next. As older workers look toward retirement, mentoring can be an effective vehicle to capture organizational knowledge. Structured mentoring programs are well suited for knowledge transfer. An important step is to survey the younger workers, learn their goals and developmental needs, and then pair them with more experienced employees. Also, using a variety of mentoring models is helpful. Examples include one-on-one mentoring sessions, senior leadership discussion panels, group mentoring programs and even "speed mentoring," where employees sit with organization experts and ask questions. Another model increasingly used is senior staff and leaders coaching younger employees in the onboarding process. This process begins in the hiring period and can last for up to a year, giving younger workers direct attention and professional development early in their career. (38) The following mini-case study presents a successful mentoring program.

Mini-Case Study: Mentoring Between Generations Launched in 2001, the AARP award program "Best Employers for Workers Over 50" recognizes organizations with best practices and policies that address issues affecting the aging workforce and creating workplace opportunities for all. In 2008, the YMCA of Greater Rochester was ranked 4th out of 50 companies for this award. (39) In the last six years, the YMCA of Greater Rochester has had a formal mentoring program-Mentoring Across Generations-as part of its professional development curriculum. Vice president of human resources, Fernan R. Cepero, PHR, credits its success to the company culture, stating, "Throughout its 155 year history, the organization has focused on leaving a legacy and creating a legacy between generations."

The mentoring program enhances the professional development and personal growth of both the mentor and the mentee. It helps employees understand cultural nuances, gain expertise in a specific discipline and provide ideas and inspiration about career paths. It also exposes employees to different paths of the business and various management levels. As exemplified in the short example from the YMCA of Greater Rochester, mentoring-a critical component of succession planning--builds leadership capacity by increasing the professional strength of the organization's employees.

Dan Friday, a member of Generation Y and buildings and grounds director at the Monroe Family Branch, was new to his position. Tom Ward, buildings and grounds director at the West-side Family Branch and a Baby Boomer, volunteered to mentor Dan, remembering what it was like early in his own career. Over several months, their mentoring relationship developed. As Dan attests, "Tom has coached me on all sorts of issues-from mechanics to staffing. He introduced me to the Association of Facility Engineers, where I've met some very interesting building mechanics and learned about construction projects that I am now considering for improvement to my facility." In fact, Tom has become much more than a mentor. He has helped Dan strip and wax floors, troubleshoot treadmill problems, and even filled in as pool operator when Dan was out for a week. At the same time, Tom has benefited from this relationship. As a subject matter expert, Tom has gained immense personal and professional satisfaction from seeing Dan grow and succeed in his leadership role.

As Mr. Cepero emphasizes, "Mentoring builds strong intergenerational working relationships, strategic use of intellectual capital and increased retention, and, at its core, ensures a continuous flow of knowledge management across generations."

In Closing

As HR professionals work to optimize talent in their respective organizations, research shows that it is critical to leverage the strengths of each generation. Whether in a domestic or global organization, HR has the unique opportunity to create a competitive advantage by guiding policy and program development and management strategies to increase attraction and retention of the four generations in today's workplace.

Endnotes

(1) Deal, J. J. (2007). Retiring the generation gap: How employees young and old can find common ground. San Francisco: Jossey-Bass and the Center for Creative Leadership.

In a recent issue of the Credentialing Resource Center Connection email newsletter we asked MSPs to share with us their thoughts about our nation’s so-called broken healthcare system.
Here are a few of the anonymous responses from in-the-trenches MSPs. Feel free to leave your own opinion in the comment box at the end of the post.
“If all I did in my position at the hospital were my duties as Medical Staff Coordinator, I would probably wonder what kind of “crisis” is being discussed.
However, I also work in risk management and am the first person contacted by patients with concerns and complaints. I find from my many conversations with patients, that many have really poor and confusing insurance coverage, that many are putting off vital healthcare due to the expense, and that our ED is becoming a substitute for the PCP’s office. I speak daily with tearful and frightened individuals who feel they have nowhere to turn, and who are fearful of ever-mounting personal medical debt.
Our hospital is located in a rural environment. We have many Medicare patients, and a good percentage of the younger ones are uninsured or under-insured, as we do not have many large employers in our community that provide employee health insurance coverage. If we are at all typical, we do indeed have a “crisis”.”“Our credentialing database feeds a file that goes to 30 different payers each month as our managed care organization is delegated for credentialing approximately 3,500 practitioners. We need to maintain not only approved practitioners, but each address at which they are approved by contract to provide service. In some cases, such as radiologists or pathologists, this is over 100 addresses per practitioner. The payers review each claim against this information for payment, and then the terms of the contract to see how much is covered, generate and send the statements to the biller and the patient, and handle the claims wrangling that ensues. And this is above and beyond all the paperwork required by physician offices and hospitals in getting the bills coded and sent to primary and secondary payers, and then billing the patient. What a monumental waste of effort that would not be required in a single payer health care system.
Second, two-thirds of people who claim bankruptcy in the US cite medical expenses as the main cause. Of those, three-quarters have health insurance. Our co-pays, deductibles, uncovered expenses and maximum limits causes thousands of families over the brink into financial ruin. Meanwhile, in other industrial countries with government supported healthcare systems, no one goes into bankruptcy for health care expenses because it is all covered.”
“I personally find that we are so regulated that is hard to find time to give good patient care. We spend large portion of our shifts doing paper work to conform to regulatory needs that it leaves not enough time to give to our patients the one-on-one time they require. I work in an acute care rehabilitation hospital. I know that regulations are necessary. But I think it would help to combine some agencies and unify how Medicare, medical and the CMS along with the joint commission do their surveys. There are so many different processes to comply with that we stress out the thin staff that are giving the care.”
“I have worked in many areas of administration for the healthcare industry. I know first hand that both the physician and patients are getting the short end of the revenue stick. Patient care has diminished, because physician patient loads are unmanageable. Physicians are constantly being prodded by insurance carriers to give the least expensive patient care to avoid jeopardizing their reimbursements. Which acquire the patients being treated for cause and effect symptoms only. Physicians have abandoned the prevention care plans to keep their patients healthy. Insurance companies for the most part outsource their customer service to [overseas], where patients and physicians are not able to communicate much less get any resolutions to their issues. When we think that in the United States, we can figure out how send people to the moon – but can’t solve healthcare something is dead wrong. In my opinion the healthcare industry is long overdue for an overhaul and there should be no sacred cows!”
“Government taking over healthcare is a grave concern of mine. I do not believe that “control” is the answer. Abuse and neglect are the issues that need to be addressed. We need to research the control that insurance companies and medical supply and medication companies have on healthcare. The role of our government and elected officials is to enforce the law, not make the law as they see appropriate. We the people need to stand up and take back control of our government and quit allowing elected officials to run us. I’m willing to be involved [in this issue] outside of my work environment as this will be something that affects my children and grandchildren in the future.”
“The broken system is multifaceted but socializing medicine, i.e. having a government run program, is not the answer. Look how well Medicare has done. Giving people a choice between government run or private insurance is not the answer either. Managed care plans manage not to give patient’s care, manage not to pay doctors, and manage not to save money.
Forcing Electronic Medical Records on physicians is not an answer either. It will create a logistical nightmare and the cost is prohibitive for most practices. Ah, but wait, the government will give you a credit, and that will not begin to cover the cost. Not only is there the cost of the software, but there will be additional hardware and storage costs. It also does not increase “accuracy” as garbage in, garbage out – only if the data inputted is accurate and on the right person. Reimbursements are spiraling downward and expenses are going up. On some drugs with Medicare and Medicaid, we pay more than the reimbursement. I don’t know what the answers are, but I do know that more government involvement equals a more fractured system.”
“Yes, I do believe that health care is as broken as they say it is and part of it is their issue, but only a small part of it. The cost of healthcare has outstripped many employers’ ability to provide satisfactory health care coverage and in many cases they can no longer afford health care coverage. Pharmaceutical companies are charging for medication at an exorbitant rate. The American public is being charged for [research and development] on drugs that have long since had the expense paid for, while other countries, to whom the drugs are being sold, receive a discounted price. I understand that revenue is needed to develop newer, better drugs, but how about leveling the playing field and charging all customers the same price. Hospitals, physicians, and radiology companies have also played a large part in inflating costs. If they had taken care of the garden and not fertilized the weeds, we would be in much better shape. Anytime a radiologist gets a salary of $250,000 a year and only works 6 months, there is something seriously wrong with the system. The fact that the average length of stay in hospitals in the eastern half of the United States is almost double in the western half is unacceptable. The west has done its best to keep with reducing length of stay while the east is supplemented for over utilization. What about the medical supply companies? A simple item is priced much higher as the same item in another line of service, just because it has the term hospital or health care attached to it. Many physicians are treating the patient with every possibility of care because they can, not because it is truly beneficial to the patient. Though no one wants socialized medicine, I am afraid it is the only way we are going to get cost under control and provide health care coverage to the citizens of our country. We have too long taken advantage of the system and it is our own fault.
Dental health care has also gone awry. Dentists often refuse to bill insurers. Dentists and physicians often opt out of Medicare or Medicaid, leaving many people unable to pay and attain the services they need.
Just to let you know how my opinions have developed. I have been in health care for 44 years of which the last 18 has been as a MSP. I have attempted to receive a degree in nursing and worked as a nurse aid for 23 years all the while observing and experiencing many of these issues. I have staffed a hospital, and worked as a ward clerk and a member of an ethics committee. If you keep your eyes open and your ear to the ground you can easily come to the same conclusion.”
“After working 30+ years in healthcare from physician office practices to Quality/Risk Management/UR, to home care, and now in the medical staff office, it is difficult for me to give a perspective only from the MSP viewpoint. I don’t necessarily think the US healthcare system is “broken”, but I do believe there is so much that can be done to improve it. I don’t believe that national or universal healthcare is necessarily bad; just look at the WHO outcome statistics from other countries who have universal healthcare and the U.S. does not fare well in comparison. I could go on and on, but at this point, will only focus on a couple of things I think are of major importance.
First, I think the pharmaceutical industry needs to be regulated. They are making millions of dollars each year on the backs of poor and middle class people who have no insurance and/or who cannot pay for astronomical high priced medications, most which are necessary to keep chronic diseases such as hypertension and diabetes, under control.
Patients stop or cut back on these medications that they cannot afford which many times result in hospitalization. Major cost savings and improved patient care could result with lower drug costs. The government controls milk prices but not medication prices…why doesn’t this make sense??
Second, regarding universal health care, my fear is that our government will formulate universal health care without involving appropriate healthcare people. I’m not talking about physicians who sit on healthcare boards and haven’t seen a real patient for years, but frontline healthcare workers who know and see what the real issues are. This should include more than just physicians, but also nurses, quality people, CEO’s, CFO’s, and even some MSP’s sitting around the table when this is discussed.
I certainly don’t have all the answers, but I know there are a lot of questions. Regarding my current role, I feel there are still too many “substandard” physicians practicing that can go from state to state and that the NPDB is not an effective mechanism for detecting who they are.”
“We have the most advanced healthcare system in the world providing services to individuals who pay for their care, via health insurance or private pay, and those who do not. Businesses and the employed workforce pay hefty taxes to fund Medicare, Medicaid and other programs to provided care for those who can not pay. And we should do those things – no one wants a child to suffer for lack of healthcare. But to believe that some of the people can provide for all of the people – via government run healthcare – is not realistic. It is comparable to the US Postal Service One Flat Rate Priority Delivery. It’s a great pitch, great idea in theory, but fails in delivery – you never know when your package will arrive at its destination.”
“Yes, our healthcare system is wildly out of control. As a 51-year-old, taxpaying American citizen and as a 30-year (and counting!) career healthcare professional, I have come to believe the following things.
1.) We made a mistake long ago to divorce the patient (also known as “the customer” and the “end-user”) from the decision making process about healthcare. The entire Medicare program as well as employer-paid health insurance alone account for most of this distortion. By taking personal responsibility, final decision making and fiscal responsibility away from patients, we opened the door to out-of-control costs and a healthcare philosophy based around illness rather than on wellness and quality of life. Solution: a.) Do away with Medicare and place responsibility for basic care of infirm elderly and disabled individuals in the hands of the States and the local community charities; b.) Do away with employer-paid health insurance. People can make their own decisions about these things. Let’s concentrate on public education about being responsible for taking care of our bodies and our families. Require folks to take charge of the process by either paying as they go or by purchasing their own insurance. This will ultimately result in a more balanced and sensible use of healthcare services by patients, and it will result in prices re-stabilizing naturally, all by themselves, without regulation. (Imagine that!) It will also result in all of us learning about the consequences of our own behavior.
2.) We have “villainized” physicians for a long time, and we ask of them what we would not dare to ask of any other professional in terms of responsibility. All the while, we as a society and as an industry have been dictating to them more and more about how to do their work, without taking much of the responsibility for the outcomes onto ourselves. Solution: a.) Reform the legal system, state by state. Currently, we allow patients to victimize physicians. Most of the law suits that I have ever read were about bad luck, unfortunate genetics, foolish behavior, hurt feelings or unrealistic expectations on the part of a patient. Many were also about poor quality communication between patients and physicians – a two-way street and a joint responsibility. I have rarely seen suits that were truly about malpractice by a physician. Yes, malfeasant physicians do exist, as do criminals from all walks of life. They are the exception and not the rule. We do not need to build our world around them. A few good laws and the National Practitioner Data Bank suffice. b.) Reform the hospital accreditation system. Period. More is not better. I think the public would be outraged if they understood the cost of the paper chase we indulge ourselves in. c.) Support the transition to coordinated electronic health records and do away once and for all with the expense and the dangers of disjointed, illegible records. This is the true way to coordinate care and engender patient safety.
3.) We have gotten silly, as a culture and a society, about what we think we need or deserve or have a right to. Solution: Get back to basics: the Bill of Rights, the Declaration of Independence, the Golden Rule, the Ten Commandments. Simple guidelines for just, self-reliant and compassionate people.
4.) We have gotten cowardly, undignified and unreasonable about acceptance of death, dying and aging. Solution: Take a longer view. We are all meant to come and go. In the end, each one of us is fleeting. There is no dignity in trying to defy death or nature.”

Entry Information

About the Author: Emily Berry is an associate editor at HCPro in the credentialing market. In addition to managing information on CRC she writes the Briefings on Credentialing newsletter and the Credentialing Resource Center Connection weekly email newsletter. A native of Ohio, she graduated from Case Western Reserve University in Cleveland before moving east to attain her MS degree in journalism from Boston University. She’s always looking for new ideas for articles, so if you have any to share, please email her at eberry@hcpro.com.

Don’t overlook the multiple free EHR’s that don’t require doctors to invest in expensive software. There are affordable solutions for electronic health records available if you know where to look. Wikipedia has a good comparison chart.

I licensed medical professionals for many years, worked for the State government, and now credential medical professionals for a private hospital. I am appalled at the high cost of medical insurance, especially that which is paqrtially funded by employers. The cost is so high, many of my co-workers cannot afford it. When I worked for the State, an attempt was made to turn the statewide healthcare plan for welfare recipients into a type of HMO, where anyone can join and pay according to their income. This would have been an excellent plan and would have left NO ONE uncovered as welfare recipients would still be on it, but would pay nothing or very little. It would have encouraged preventive care. However, taxpayers voited AGAINST it, not understanding how it would have worked and now we are all paying the price as taxpayers have to cover the exorbitant costs of medical care for people who, if they had had insurance and preventive care, would not be hospitalized with majoe health problems and would most likely be enjoying good or fair health. Preventive care is much cheaper, yet taxpayers cannot comprehend that.

I work for a large highly regarded healthcare system in Kansas City. I hear everyone complaining about the high cost of healthcare and how government control can “fix” it. Get real people!! I can name you any number of employees on our staff who have jobs BECAUSE of all the government regulations that we must meet. Recovery Audit Control, CMS, Joint Commission, to name a few. All expenses we have due to government regulations and we must pass these expenses along to our customers or close our doors. We do a huge amount of indigent care within our health system. So our customers including our health system employees are already paying for these uninsured folks to have healthcare, by our taxes, increased health insurance premiums, co-pays, and no raises. I too think the system needs fixing and feel a large part of the problem is government regulation and greedy insurance companies. However, I am not sure that a single payor system that cuts out competion in the marketplace is the answer and I AM SURE more government control is NOT the answer.
A physician in our area has begun a clinic where he charges a set fee for everyone for various office calls, procedures, etc. He prints you an itemized receipt which you can turn in to your ins. co. if you so desire. However, he accepts no insurance of any kind. His overhead is minimal and his care is excellent because he does not have to focus on administrative, etc. duties. I applaud his courage and ingenuity. After all, these are the qualities of our forefathers that made this country great. Perhaps a little more inventiveness and less apathy and belly-aching on the part of John Q Public would get us back on track!!

In you blog, you stated, “Second, two-thirds of people who claim bankruptcy in the US cite medical expenses as the main cause. Of those, three-quarters have health insurance”. I would like to use this in my report but I need sources. Is there any way you could e-mail me your sources, only for that statement, I seem to have most of the information I need with resources. I live in a very conservative area and have to have references for anything I say that goes against typical John Burch mentallity

NOTE: Posted on behalf of L.H.
In response to the question about the appalling correlation between health care costs and personal bankruptcy, I found information on this at the web site of the National Coalition on Health Care Costs. It cites a study reported on in the American Journal of Medicine regarding this.
“A recent study found that 62 percent of all bankruptcies filed in 2007 were linked to medical expenses. Of those who filed for bankruptcy, nearly 80 percent had health insurance.9″
9. Himmelstein, D, E., et al, “Medical Bankruptcy in the United States, 2007: Results of a National Study, American Journal of Medicine, May 2009. http://www.nchc.org/facts/cost.shtml
I hope this information helps.